PhD thesis (2002)
click below to download a PDF copy of the complete thesis (1.1MB)
Describing and Supporting the Distributed Workspace: Towards a Prescriptive Process for Design Teams
Summary of D4D process and methods (157KB) added Feb.05
The thesis studied the distributed design process through two major case studies in the UK and smaller industrial studies during a 5 month research tour of North America. Industrial companies involved included ABB Vetco Gray, Lever Fabergé, Sun Microsystems, Ideo, Microsoft, NCR and BAE Systems. Visiting researcher posts were completed at Stanford University, the University of Calgary and Carnegie-Mellon University.
Thesis abstract
This thesis develops a prescriptive process, the Design for Distribution (D4D) framework, for improved distributed design practice. Design and development is increasingly being undertaken in a distributed fashion yet problems marginalise potential value. While traditional research approaches have focused on the role of tools and technology, a process focus is adopted here. The domain of distributed design process management is developed in four parts: The first reviews the literature in design and CSCW, developing the research focus. The second presents a useful data collection methodology and the results of two large UK case studies, complimented by smaller studies in the US. Part three then develops an understanding of distributed design from three perspectives while the final part presents the D4D framework for improved distributed work.
The current lack of distributed design understanding places value on the descriptive base, which identifies relevant issues and problems in diverse engineering domains. Based on this case study work, an understanding of distributed design is developed through the key elements of diversity, failure and behaviour. Core academic and industrial investigation in the UK is complimented by a 5-month research tour of North America. Practical tools and methods result from this development and are input to the prescriptive framework, including the distributed design workspace, matrix of characteristics, distributed team communication FMEA and awareness and switching method.
The value of the framework is in the specification of behaviour which takes account of distributed practice and problems. The workspace and its needs change in distribution. This thesis develops an understanding of this difference, rigorously investigating the design space to produce appropriate and practical support. Potential value may also be evident to the CSCW and management communities, in addition to design.
Industrial comments on the D4D framework
The D4D framework is an actionable model that addresses the need for both informational and cultural aspects, with the understanding transferred really useful. Over time, the tools may need to be simplified to a certain degree to facilitate implementation in complex projects. We should now think about how we could productise the thinking shown in the model to help re-start the collaboration movement in global design communities.
Jim Rait, Design Technology & Strategy Manager, Lever Faberge
The framework is interesting and informative, particularly the use of a process FMEA to identify potential problems. It offers an adaptive methodology for dealing with difficulties in the design process, depending on the complexities of each project. The biggest challenge will be in selling the D4D framework to organisations so ingrained with reactive attributes instead of proactive working practices.
John Armstrong, Principal Engineer & Six Sigma Black Belt, GE Vetco Gray
The framework accurately identifies the key as being good early stage cross-communication involving all functions, and caters for the need to ensure all functions understand what they are being told. It will be most relevant to projects that are slightly new to an organisation, and ensures that the risks of the ‘new’ are understood.
Dave Jones, Packaging Design Technologist, Lever Faberge
The framework would offer significant benefits if it were to be followed even in part, especially in the P0 phase. It contains several novel ideas that would be of benefit to us, such as expertise registers and distributed champions.
George Chalmers, Research & Development Manager, GE Vetco Gray
Edited book (2007)
click below for preface, table of contents and list of authors
Higher Creativity for Virtual Teams: Developing Platforms for Co-Creation
Higher Creativity for Virtual Teams: Developing Platforms for Co-Creation contains 15 chapters divided into 3 parts. Part A is tests, the experimental test-bed for uncovering critical insights into virtual teams and creativity. This part is based on the analysis of over 100 teams who were involved in either industrial or academic creative virtual work. Part B regales tales - from the 'battlefield' of virtual team practice - a detailed description of virtual creative work in eight companies, seven of which are leaders in their field while four are large multinationals and four SMEs. The sectors of automotive, aeronautical, domestic electrical appliances, industrial design, mechanical and electrical engineering design consultancy, design and print graphics, and plastics manufacturing, comprise these rich experiences. Finally, part C details tools - support in the form of technology, methods and processes, as well as integrated environments which combine elements of each, which have either been used extensively in practice or tested on virtual creative teams in academia. Three parts, five chapters in each, tied together by the common aim of higher creativity for virtual teams.
Design allows a view of 'extreme virtual teams' - the most challenging type of work for virtual teams, because of the large diversity of knowledge bases, cultures, and complexity that usually comprise the design function. If we can make these work the hypothesis is that we can show how all types of virtual teams can strive for higher creativity. In total, six chapters focus on the role of design - in various guises - and a New Product Development (NPD) focus further complements this co-creative core in another six chapters.
Testimonials
Steven MacGregor and Teresa Torres, as editors, provide us with a magnificent volume of work, filled with experiences and notable contributions in the field. In particular, you will discover ideas to avoid a common complaint of directors: "...what concerns us most is the creativity of our human capital - when we are only capable of converting 5% of the ideas we receive into workable solutions!"
Ignacio Arellano, Member of the Board of Cegos Partners, (Paris) and Consultant Director of Tea-Cegos, S. A. (Spain)
This enlighting book edited by MacGregor and Torres-Coronas is an outstanding contribution to the development and implementation of high performance, innovation-driven, teams in currently globalized environments characterized by time and place separation.
Professor Jose L. Curbelo is BBVA-Professor of Entrepreneurship at the Antonio de Nebrija University of Madrid. He is also Director for Investments and Analysis at COFIDES (Spain's agency for development financing).
A good book makes the reader stop and think. MacGregor and Torres-Coronas address the holy grail of the global economy: how to generate and sustain creativity in the increasingly networked world. The collected authors avoid the temptation to provide simplistic formulas, opting instead to for insightful stories that teach how to think about the issues that limit creativity in increasingly distributed organizations.
Dr. William Cockayne, CEO and Founder, Change Research
The increased globalisation of markets and manufacturing is forcing organisations to continually form and reform distributed product development teams in which communication, creativity and innovation are essential elements for product success. MacGregor and Torres-Coronas's new book Higher Creativity for Virtual Teams is an important contribution to the understanding of how such teams should operate to maximise the impact of their work.
Chris McMahon is Professor of Engineering Design at the University of Bath, UK, and Director of the Bath Innovative Design and Manufacturing Research Centre. He is author of the best-selling book, CADCAM: Principles, Practice and Manufacturing Management.